Frequently Asked Questions: Compliance & The Returnable Grant

Returnable Grants (RGs) have emerged as a transformative financial instrument, driving economic empowerment and livelihood for vulnerable communities.

A Returnable Grant (RG) provides short-term, affordable, and flexible capital (zero interest and zero collateral) to individuals and entrepreneurs. The RG levies individuals with a moral (and not legal) obligation to repay.

Organisations such as Godrej, S&P Global, 360 One, Michael Susan, and Dell Foundation have embraced RGs as a central component of their projects aimed at supporting financial inclusion and livelihoods of informal workers, microentrepreneurs, farmers, artisans, and beauty entrepreneurs, and have seen its transformative impact through increased financial knowledge, increased incomes, and access to new skills and jobs.

This blog addresses frequently asked questions on compliance of Returnable Grants.

Here’s how it works

Donors who are interested in adopting Returnable Grants as a feature in their projects onboard a technical partner (Collective Good Foundation), who designs and structures the returnable grant, provides performance management support, and identifies the donor’s choice of recipients.

The criteria for selection are as follows:

  • First-time participants who are in need of capital, also known as ‘New to Credit’ or NTC, and can be introduced to the credit ecosystem through the returnable grants model
  • Potential ability of selected participants to repay as a cohort
  • Existing engagement or relationship with non-profit partners, to understand if the Returnable Grant can be a good layer on other interventions

Where does the Money Go?

Returnable Grants allow money to be directly credited into the  beneficiaryaccounts or given out as cash equivalents such as vouchers. This process is supported by non-profit organisations or non-banking financial company (NBFC) partners. Once a returnable grant is repaid, it is circulated back into the repayment ecosystem to support additional participants with similar needs.Returnable Grant Fund Flow

 

What are the FCRA/CSR norms, and how does it apply to organizations (donor and non-profits) using the RG model?

Compliance from an FCRA lens

What is the FCRA, and how does it apply to organizations using the RG model?

  • The FCRA is a regulatory framework that aims to regulate foreign contributions for economic and social programs.
  • This applies to foreign funds from foreign donors (foundations, bilateral agencies, multilateral agencies, HNIs, etc.)
  • RGs, designed within the FCRA guidelines, fall within the ambit of an economic and social program under Section 11(1) of the FCRA, 2010. This ensures the utilization of funds aligns with the intended purpose.

How does the RG model comply with FCRA regulations?

  • RGs are implemented through trusted partners, such as Non-Banking Financial Companies (NBFCs).
  • These partners distribute the funds to selected participants, who repay the partners instead of repatriating the money to the original funders.
  • This continuous circulation within the beneficiary ecosystem maximizes outreach and impact while complying with the FCRA guidelines.
  • Funds given by CGF (registered under FCRA) to the beneficiary Is not considered as sub-granting under FCRA as amended In September 2020.
  • Also, the NBFC Is simply the channel for transfer of FCRA funds to the beneficiaries Bank Account

Compliance from a CSR lens

CSR regulations apply to corporates registered under the Indian Companies Act.

How do RGs align with CSR regulations?

  • RGs can be categorized under Schedule VII of the Companies Act, 2013, which outlines eligible CSR activities.
  • By deploying RGs for approved initiatives, organizations fulfil their CSR expenditure obligations and contribute to social impact.

How is the utilization of RG funds tracked to ensure CSR compliance?

  • Once RG funds are received by the first set of beneficiaries, they are deemed to be utilized, satisfying the company’s CSR obligation.
  • As participants repay the funds, they are recirculated within the participant ecosystem and tracked to ensure compliance with CSR regulations. The recirculation within the beneficiary ecosystem Is purely a value added advantage of this model.

Common compliance:

  • Once the first round of RGs are disbursed, funds are recorded as utilised for the project – fulfilling FCRA and CSR regulations
  • Repaid funds are given to other deserving participants within the eco-system. Money is never returned to the donor and continues to rotate in the participant ecosystem until all funds are utilized.
  • Alternatively, at the end of a certain period, the donor can choose to spend the money as a grant for aligned activities, compliant with CSR and FCRA norms
  • Donors can choose to receive updates and impact reports until all funds are exhausted

 

What are some key considerations for non-profits using the RG model to ensure compliance with CSR regulations?

  • Adhering to FCRA guidelines when utilizing foreign funds for RGs.
  • Aligning RG activities with the approved categories in Schedule VII of the Companies Act, 2013.
  • Ensuring beneficiaries receive the funds in their designated bank accounts.
  • Verifying that the funds are used for specific business use cases and not for activities prohibited by law.

Are Indian not for profits typically tax exempt? Who are the secondary recipients who can recover and redeploy Returnable Grants

  • Yes, Indian non-profits are tax exempt.
  • Secondary recipients can only be not for profits, or designated intermediaries on behalf of the NGOs such as NBFCs (Non Banking Financial Corporations)

What are the factors affecting the returnability of a Returnable Grant?

  • The timeline of a Returnable Grant depends on nature and requirement of the cohort.
  • It may be returned during any time period – from a few months or within a few years – depending on the size of Returnable Grant, nature of cohorts and changed field conditions.

Are there any restrictions on the use of RG funds for CSR activities, and if so, what are they?

  • While there are no specific restrictions, organizations must ensure that the utilization of RG funds aligns with approved CSR activities as per Schedule VII of the Companies Act, 2013.

What reporting and monitoring requirements are associated with the use of RG funds for FCRA/CSR activities?

  • Organizations must maintain proper records of fund utilization, prepare periodic reports, and ensure transparency in reporting.

Returnable grants (RGs) provide a compliant and transformative approach for donors and non-governmental organizations (NGOs) to create sustainable impact in communities they service. By embracing RGs, donors can unlock greater financial resources to drive economic empowerment and improve livelihoods for vulnerable individuals and entrepreneurs. The unique design of RGs instils a sense of responsibility and empowerment among recipients, fostering a culture of self-sufficiency and long-term success.

Through the adoption of RGs, donors and NGOs have a powerful tool to effect long term positive change with vulnerable and at-risk communities.

Protecting human capital to emerge from the crisis

Corporate leaders recommend fortified social security provisions for gig economy workers. Business leaders called for reimagined approaches to social security and employer-employee relationships in the gig economy in light of the gaps that the COVID-19 crisis has revealed.

The Five Ways CSR Heads Can Create Lasting Change

The  inaugural session of CSR Café was held on July 4, 2018 and at Cafe Zoe, and was facilitated by Luis Miranda, Trustee – Collective Good Foundation, Chairman – Centre for Civil Society and Chairman – CORO, The session was focused around the ‘The Five Ways CSR Heads Can Create Lasting Change.’

Participants shared their insights and experiences on managing multiple mandates as a CSR Leader, the struggle with engaging stakeholders, the need for more sectoral research and the potential for collaboration among themselves and with the government. The following is a summary of themes explored:

  • The role CSR plays in addressing social issues has evolved. CSR leaders, the board and other stakeholders must now re-assess their definitions and approaches to CSR, and explore how it can play a role in inspiring change and social action in the wider ecosystem. This re-alignment must become part of both strategy and implementation for CSR to become an effective catalyst for social change.
  • Effectively communicating about CSR can build engagement with internal and external stakeholders, and keep them invested in the organization’s CSR activities.
  • Many articulated the need for continuous, rigorous research that analyzed what was going right, and how to manage what was going wrong. Forums such as CSR Café and a seminal industry publication, are required to share research and explore areas that need research while identifying relevant tools, models and resources.
  • Collaboration is the way forward for many. Of the many forms of collaboration, the following were the most commonly articulated:
  • The Government while being the largest delivery agent for social welfare, struggles to deliver effectively to the last-mile. Companies could bridge this gap by using their expertise and CSR funds to help the government deliver its solutions to the end beneficiary; and help beneficiaries access the government’s social welfare pool.
  • The sheer jump in the number of CSR interventions has led to replication of efforts with little cross pollination or dialogue. Companies, by working together, could increase the scope and scale of their CSR and impact. For instance, small companies can scale up effective solutions, while larger companies can create and sustain stronger grassroots network & linkages.

Follow us on social media to keep updated about the valuable learning from this formidable community of CSR leaders. If you and your company are interested in participating in this forum, do reach out to us at team.comms@dev.samhita.org.

From Opportunity to Success: Microsoft’s Holistic Approach to Supporting Women Entrepreneurs

When it comes to keeping up with the digital age, women in India face several challenges, which have a significant influence on the growing digital gap in the country. Microsoft, through its CSR Program, has supported a total of 10,000 women entrepreneurs, with the last 5,000 beneficiaries benefiting from a comprehensive approach that includes digital and financial literacy, bookkeeping, mentoring, advanced training for participants, and access to government schemes, all of which are aligned with the theme of sustainable entrepreneurship.

Weaving Entrepreneurial Dreams, One Stitch at a Time: Manisha from Nuh, Haryana 

“After the program, I felt that in order to grow the business, I need to be educated further.”

 

Manisha, is a determined young entrepreneur, from Bichhor village in Nuh district, Haryana. At the age of 19, she found herself in a challenging situation where she had to drop out of school to support her family financially. The conservative environment in Nu district further exacerbated the impact on Manisha’s life as her family opposed her desire to pursue education. As a result, she was confined to her home, without any opportunities for formal learning.

Despite facing these challenges, Manisha’s determination led her to seek guidance from her sister, who was skilled in tailoring. She quickly learned from her and began taking orders directly from home. However, the income from her limited customer base within the village was insufficient. 

A major turning point for her was when she became a part of the REVIVE program, spearheaded by Microsoft. This program taught her how to utilise digital tools and effectively manage her cash flow, enabling her to expand the business and reach a larger customer base. Moreover, it made her realise the untapped potential of her own phone for conducting various business related activities beyond mere communication.

Additionally, the program’s impact extended well beyond the realm of business, positively influencing the overall wellbeing of the community. Nu district, known for its persistent problem of financial fraud and crime, had long been a burden on its residents. However, with the implementation of the REVIVE program, individuals like Manisha gained valuable skills to safeguard themselves from such incidents, fostering a newfound sense of resilience and empowerment that surpassed societal gender constraints. 

Encouraged by such transformative effects and positive changes within the community, Manisha’s parents had a change of heart and agreed to support her in pursuing higher education. This marked the beginning of a promising chapter in her life, where she could simultaneously nurture her business and embrace the educational opportunities she had longed for. 

Manisha’s case study exemplifies the impact of Microsoft’s holistic approach in supporting women entrepreneurs. By providing digital and financial literacy, access to tools and resources and mentoring, Microsoft has empowered women like her to overcome challenges, achieve business growth, and pursue their dreams. 

 

UNDERSTANDING THE CHALLENGES

Entrepreneurship among women is a vital component of the overall solution. However, women-owned enterprises in India face a number of challenges, including:

  • Inadequate access to skilling: Women entrepreneurs often lack the skills and training necessary to run a successful business. This might make it harder for them to compete with more established businesses.
  • Lack of market linkages: This may be attributed to a lack of knowledge of their products and services, as well as social and cultural barriers that restrict women from accessing the market. 
  • Limited access to finance: Women frequently experience difficulties acquiring loans or other sources of funding. This might make it difficult for them to establish or grow their businesses.
  • Socio-cultural barriers: Constraints such as inadequate access to skilling, lack of market linkages, limited financial access, and societal biases represent substantial hurdles for women entrepreneurs. These barriers impede their long-term viability and ability to innovate.

Moreover, the digital divide exacerbates these challenges, making it difficult for them to leverage technology for business growth and success. Therefore, addressing these challenges is essential to unlocking the full potential of women entrepreneurs.

 

MICROSOFT’S PROGRAM INTERVENTION

Microsoft’s CSR Program stands as a shining example of a holistic approach to bridge the digital divide and support women entrepreneurs in India. Recognising the significance of digital tools as a leapfrog intervention in economic empowerment. Microsoft aims to support women micro-entrepreneurs by providing them with the necessary tools and resources to thrive in the digital age. 

Initiated as a pilot program targeting 5,000 women entrepreneurs in rural India, with the goal of providing them with digital and financial literacy skills as well as the capacity to effectively operate, manage, and develop their enterprises. 

 

HOLISTIC SUPPORT FOR WOMEN ENTREPRENEURS

Using a blended support model, Samhita’s partnership with Microsoft has aimed to address barriers and strengthen the women’s entrepreneurship ecosystem across 10 states by focusing on the following key areas:

  • Digital and Financial Literacy (DFL): Capacity Building Sessions were conducted to enhance women entrepreneurs’ digital and financial literacy. These sessions covered topics such as concepts of banking, insurance, and using digital tools such as mobile devices, internet, social media, email, and awareness of e-security and safety.
  • Digital Bookkeeping Tools: Women micro-entrepreneurs were introduced to user-friendly digital bookkeeping tools that streamlined their financial processes. By using the tools, they were able to improve accuracy, enhance cash flow visibility, and make informed decisions based on real-time data. These tools, built on Microsoft Azure, provide flexibility so that they can be used both online and offline, ensuring accessibility even in areas with limited internet connectivity. 
  • Performance-linked incentives: To encourage and motivate digitization in the first phase, high-performing women entrepreneurs or those with progressive engagement were rewarded with incentives. 
  • Handholding support: To promote sustained use of digital tools, and follow-ups for additional resources or support.

 

THE PROGRAM’S OVERALL IMPACT

The first phase of the program successfully trained 5000 women entrepreneurs in digital and financial literacy, and provided them with access to user-friendly digital bookkeeping tools. These efforts yielded the following achievements:

  • 44.1% of participants continue to actively maintain digital account books for their businesses.
  • 62% of women began tracking their borrowing and lending by the end of the program as compared to only 27% at the start of the program. 
  • The number of women tracking inventory, banking operation, and payments increased by 10%, 14%, and 19%, respectively. 

A significant proportion of women entrepreneurs were able to digitize their bookkeeping practices, and were also able to obtain small formal bank loans because of these efforts. These included women entrepreneurs from various cohorts such as artisans, street vendors, dairy farmers and tailors.

 

SCALING UP AND ADDRESSING ADDITIONAL NEEDS

In the second phase, the program has been scaled up to support an additional 5,000 women entrepreneurs and it includes multiple interventions, in addition to digital literacy:

  • Access to Finance: Access to formal financial resources remains a significant challenge for women entrepreneurs, which was addressed by facilitating access to credit and connecting women with financial institutions. By building relationships with banks and fostering partnerships, the program enabled the participants to secure financial resources. This support empowered them to invest in their business, expand their operations, and achieve sustainable growth.
  • Social Protection: By unlocking relevant government schemes and services, women entrepreneurs were able to leverage them to access funding, business development resources, and market opportunities. This strategic approach propelled their enterprises forward by providing them with the necessary support and resources to overcome barriers.
  • Mentoring and Peer Support: Through mentorship, these women entrepreneurs received valuable guidance, industry insights, and access to networks, enabling them to make informed decisions and seize new opportunities. Additionally, the program created peer support networks that fostered a sense of community, allowing women to share experiences and learn from one another.

 

KEY LESSONS FOR DRIVING IMPACT

Microsoft’s program has provided valuable lessons for scaling up and replicating holistic support models for women’s entrepreneurship. There are two key lessons that have emerged from this program:

  • Customisation: It is essential to address the specific needs and contexts of women entrepreneurs. By tailoring interventions, organisations can effectively address the specific requirements of women entrepreneurs, increasing their chances of success.
  • Partnerships: Collaborations with financial institutions, government agencies, and community organisations create a comprehensive ecosystem of support that helps in offering assistance and guidance to women entrepreneurs in their businesses. 

 

These lessons serve as valuable guidelines for organisations aiming to develop impactful programs for women entrepreneurs, and Microsoft’s Program stands as a testament to the effectiveness of such an approach. Ultimately, when organisations combine tailored approaches with strategic partnerships, they can create an environment for women entrepreneurs to thrive.

This article was editorialised by Ayushi Bhatnagar and Evans Rebello.

Frequently Asked Questions: Compliance & The Returnable Grant

Returnable Grants (RGs) have emerged as a transformative financial instrument, driving economic empowerment and livelihood for vulnerable communities. A Returnable Grant (RG) provides short-term, affordable, and flexible capital (zero interest and zero collateral) to individuals and entrepreneurs. The RG levies individuals with a moral (and not legal) obligation to repay.

Organisations such as Godrej, S&P Global, 360 One, Michael Susan, and Dell Foundation have embraced RGs as a central component of their projects aimed at supporting financial inclusion and livelihoods of informal workers, microentrepreneurs, farmers, artisans, and beauty entrepreneurs, and have seen its transformative impact through increased financial knowledge, increased incomes, and access to new skills and jobs.

This blog addresses frequently asked questions on compliance of Returnable Grants.

Here’s how it works

Returnable Grant Fund flow

Donors who are interested in adopting Returnable Grants as a feature in their projects onboard a technical partner (Collective Good Foundation), who designs and structures the returnable grant, provides performance management support, and identifies the donor’s choice of recipients.

The criteria for selection are as follows:

  • First-time participants who are in need of capital, also known as ‘New to Credit’ or NTC, and can be introduced to the credit ecosystem through the returnable grants model
  • Potential ability of selected participants to repay as a cohort
  • Existing engagement or relationship with non-profit partners, to understand if the Returnable Grant can be a good layer on other interventions

Where does the Money Go?

Returnable Grants allow money to be directly credited into the  beneficiaryaccounts or given out as cash equivalents such as vouchers. This process is supported by non-profit organisations or non-banking financial company (NBFC) partners. Once a returnable grant is repaid, it is circulated back into the repayment ecosystem to support additional participants with similar needs.

What are the FCRA/CSR norms, and how does it apply to organizations (donor and non-profits) using the RG model?

Compliance from an FCRA lens

What is the FCRA, and how does it apply to organizations using the RG model?

  • The FCRA is a regulatory framework that aims to regulate foreign contributions for economic and social programs.
  • This applies to foreign funds from foreign donors (foundations, bilateral agencies, multilateral agencies, HNIs, etc.)
  • RGs, designed within the FCRA guidelines, fall within the ambit of an economic and social program under Section 11(1) of the FCRA, 2010. This ensures the utilization of funds aligns with the intended purpose.

How does the RG model comply with FCRA regulations?

  • RGs are implemented through trusted partners, such as Non-Banking Financial Companies (NBFCs).
  • These partners distribute the funds to selected participants, who repay the partners instead of repatriating the money to the original funders.
  • This continuous circulation within the beneficiary ecosystem maximizes outreach and impact while complying with the FCRA guidelines.
  • Funds given by CGF (registered under FCRA) to the beneficiary Is not considered as sub-granting under FCRA as amended In September 2020.
  • Also, the NBFC Is simply the channel for transfer of FCRA funds to the beneficiaries Bank Account

Compliance from a CSR lens

CSR regulations apply to corporates registered under the Indian Companies Act.

How do RGs align with CSR regulations?

  • RGs can be categorized under Schedule VII of the Companies Act, 2013, which outlines eligible CSR activities.
  • By deploying RGs for approved initiatives, organizations fulfil their CSR expenditure obligations and contribute to social impact.

How is the utilization of RG funds tracked to ensure CSR compliance?

  • Once RG funds are received by the first set of beneficiaries, they are deemed to be utilized, satisfying the company’s CSR obligation.
  • As participants repay the funds, they are recirculated within the participant ecosystem and tracked to ensure compliance with CSR regulations. The recirculation within the beneficiary ecosystem Is purely a value added advantage of this model.

Common compliance:

  • Once the first round of RGs are disbursed, funds are recorded as utilised for the project – fulfilling FCRA and CSR regulations
  • Repaid funds are given to other deserving participants within the eco-system. Money is never returned to the donor and continues to rotate in the participant ecosystem until all funds are utilized.
  • Alternatively, at the end of a certain period, the donor can choose to spend the money as a grant for aligned activities, compliant with CSR and FCRA norms
  • Donors can choose to receive updates and impact reports until all funds are exhausted

 

What are some key considerations for non-profits using the RG model to ensure compliance with CSR regulations? 

  • Adhering to FCRA guidelines when utilizing foreign funds for RGs.
  • Aligning RG activities with the approved categories in Schedule VII of the Companies Act, 2013.
  • Ensuring beneficiaries receive the funds in their designated bank accounts.
  • Verifying that the funds are used for specific business use cases and not for activities prohibited by law.

Are Indian not for profits typically tax exempt? Who are the secondary recipients who can recover and redeploy Returnable Grants

  • Yes, Indian non-profits are tax exempt
  • Secondary recipients can only be not for profits, or designated intermediaries on behalf of the NGOs such as NBFCs (Non Banking Financial Corporations)

What are the factors affecting the returnability of a Returnable Grant?

  • The timeline of a Returnable Grant depends on nature and requirement of the cohort.
  • It may be returned during any time period – from a few months or within a few years – depending on the size of Returnable Grant, nature of cohorts and changed field conditions.

Are there any restrictions on the use of RG funds for CSR activities, and if so, what are they?

  • While there are no specific restrictions, organizations must ensure that the utilization of RG funds aligns with approved CSR activities as per Schedule VII of the Companies Act, 2013.

What reporting and monitoring requirements are associated with the use of RG funds for FCRA/CSR activities?

  • Organizations must maintain proper records of fund utilization, prepare periodic reports, and ensure transparency in reporting.

Returnable grants (RGs) provide a compliant and transformative approach for donors and non-governmental organizations (NGOs) to create sustainable impact in communities they service. By embracing RGs, donors can unlock greater financial resources to drive economic empowerment and improve livelihoods for vulnerable individuals and entrepreneurs. The unique design of RGs instils a sense of responsibility and empowerment among recipients, fostering a culture of self-sufficiency and long-term success.

Through the adoption of RGs, donors and NGOs have a powerful tool to effect long term positive change with vulnerable and at-risk communities.

Amplifying Impact: The Multiplier Effect of Returnable Grants in Financial and Social Transformation

Returnable Grants (RGs) have revolutionized the landscape of financing and social impact, providing leverage from a funding perspective while creating a multiplier effect for participants that drives positive change. The RG with its unique zero-interest, zero-collateral, no legal obligation to repay has the potential to become a catalysing tool that can empowering individuals and businesses that were previously deemed “ineligible” or “high-risk” to access formal credit.

Since 2021, our experience with the RG has shown success and scalability across various communities:

  • Over 32,000+ participants have already been impacted
  • Outstanding overall repayment rate of 93%.
  • More than 50% of these participants are women, emphasizing the role of RGs in promoting gender equality and empowering marginalized groups.

In this blog, we will explore the transformative potential of RGs and how they have garnered support from leading donors – corporate and philanthropic – to create a ripple effect leading to sustainable change for the communities they serve.

Driving Leverage from Funding and Financial Perspectives

RGs have captured the attention from corporate and philanthropic donors due to their ability to mobilise additional capital and maximize the reach and effectiveness of financial support. This ‘leverage’ expands the pool of resources,  bridges funding gaps. As RGs are repaid, the funds can be recycled and reinvested, creating a sustainable funding cycle that perpetuates the impact over time. Additionally, RGs can complement larger-scale initiatives, multiplying their impact through the integration of financial resources.

Creating a Multiplier Effect for Lasting Impact

The multiplier effect of RGs goes beyond the immediate participant group. By supporting micro-entrepreneurs access capital, RGs can stimulate local economies, generate employment opportunities, and contribute to community development. As these businesses flourish and incomes increase for the microentrepreneur, they are able to expand their business and create more employment opportunities leading to overall economic growth in their community – demonstrating the transformative potential of RGs in addressing socio-economic challenges and fostering sustainable development. Several successful cohorts have witnessed multiplier effects of 2-3x, indicating the power of RGs when supported by the right partners and infrastructure.

Examples of Donor Support for Returnable Grants

Returnable Grants have garnered significant attention and support from  donors who recognize the transformative power of the RG and have actively supported their implementation across various stakeholder groups. For instance:

  • Vinati Organics where over 4000 people got the RG at 100% repayment rate
  • Arvind Ltd has supported 297 blue-collar workers, providing RGs to enhance their livelihoods and create economic opportunities.
  • S&P Global has targeted 1920 street vendors and artisans, enabling them to thrive through RG support.
  • Godrej has focused on empowering 692 beauty entrepreneurs, fostering their growth through RG investments

 

.

These initiatives have been able to demonstrate the tangible benefits of RGs in transforming communities, promoting gender equality, revitalizing rural economies, preserving
traditional crafts, and improving livelihoods. Moreover, RGs provide a sustainable funding cycle, as they can be recycled and reinvested into new cohorts, ensuring a continuous flow of capital for long-term impact amplifying the effectiveness of their philanthropic efforts.

Towards Institutionalization and Financial Inclusion

To further enhance financial inclusion, efforts are underway to institutionalize RGs as a viable alternative for improving livelihoods. Collaborations with regulators and financial institutions aim to link RGs with pre-credit scores and a credit guarantee to providing access to formal credit for high-risk individuals who would otherwise be excluded. By leveraging RG repayment rates to build pre-credit scores, participants’ creditworthiness is enhanced, opening doors to the formal economy. This integration fosters sustainable economic growth and development, benefiting both individuals and the larger community.

Returnable Grants offer a unique approach to funding and financial inclusion, providing leverage and driving a multiplier effect of impact. As the momentum behind RGs continues to grow, we see potential to enhance the way we address social challenges, paving the way for a future where finance empowerment becomes a force for positive change and where everyone has the opportunity to thrive.

Implementing the SDGs for Women’s Health using a Global Approach

“All countries should strive to make accessible, through the primary healthcare system, reproductive health to all individuals of appropriate ages as soon as possible and no later than the year 2015.”

In 1994, the International Conference on Population and Development (ICPD) collectively agreed upon achieving the goal of reproductive health for all by 2015. Although universal agendas set the tone for progress in the allied areas, there prevails a significant vacuum between the implementation stages and the practice of engaging with family planning needs. The United Nations has stressed the importance of reallocation and mobilisation of financial resources.

‘Among the 1.9 billion women of reproductive age (15-49 years) living in the world in 2019, 1.1 billion have a need for family planning, that is, they are either current users of contraceptives or have an unmet need for family planning. Of these 1.1 billion women, 842 million use modern methods of contraception and 80 million use traditional methods of contraception.’   Source: Family Planning and the 2030 Agenda for Sustainable Development: Data Booklet

Healthcare interventions need to recognize the local context, unique to certain cultures. the nature of health facilities, commercial outlets, and existing community-based systems. The WHO also promotes a reproductive health strategy that emphasises on strengthening the existing healthcare services to introduce new interventions in the allied areas.

Women’s participation in community organisations like SHGs and other microfinance programs generates non-financial benefits, improves social capital, reduces inequality, and improves health outcomes in terms of access to maternal services. It establishes a positive correlation in the improvement in availability of SHGs and an improvement in maternal health and wellbeing. In India, several studies have found an association between self-help groups (SHGs), the most prominent model of microfinance delivery and maternal health and well-being[1]. For instance, a project in Maharashtra trained women SHG members as health workers and provided funds for health emergencies with literacy training showed a reduction in infant mortality from 176 to 19 per 1000, 40 to 20 per 1000 birth rates, nearly universal access to antenatal care, safe delivery, and immunisation and decline in malnutrition from 40% to 5%  in two decades after 1970[2]

An integrative approach (both top down and bottom up approaches) towards Sexual and Reproductive Health is critical for the purpose of better health outcomes, education and gender equality. All the 17 goals under SDGs are interconnected and they intend to drive the allocation of the global financial and human resources along with guiding nations’ policy priorities until 2030.

The SDGs must address areas pertaining to SRHR and gender equality explicitly. Without doing so, the progress in such areas will be difficult to measure and to act upon the SDGs. In other words, there are two central challenges the SDGs face with regard to Sexual and Reproductive Health and Rights, i.e. lack of direct attention based on sexual health and lack of focus on context-specific problems in terms of meeting and improving sexual health needs. Specific targets pertaining to Sexual and Reproductive Health are as follows:

SDG 3. Ensure healthy lives and promote well-being for all at all ages  SDG 5. Achieve gender equality and empower all women and girls
Target 3.1:  By 2030, reduce the global maternal mortality ratio to less than 70 per 100,000 live birthsTarget 5.1: End all forms of discrimination against all women and girls everywhere  
Target 3.7:  By 2030, ensure universal access to sexual and reproductive health-care services, including for family planning, information and education, and the integration of reproductive health into national strategies and programmes.Target 5.2: Eliminate all forms of violence against all women and girls in the public and private spheres, including trafficking and sexual and other types of exploitation  
 Target 5.3: Eliminate all harmful practices, such as child, early and forced marriage and female genital mutilation

In addition SDG #4, which seeks to Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all canprovide children and youth with unbiased, scientifically correct information on all aspects of sexuality. At the same time, it helps them develop the skills to act upon this information. Such education also incorporates concepts of human rights and gender equality. Research shows that programmes sharing certain key characteristics can help in promoting safer SRH practices: abstaining from or delaying the start of sexual relations, reducing the frequency of unprotected sexual activity, reducing the number of sexual partners, and increasing the use of contraceptive options against unintended pregnancy and STIs during sexual intercourse.

Working with men and boys to challenge gender inequalities can also have a positive impact on the health and well-being of women and girls. It is also important to recognize that men and boys also have health vulnerabilities. There is a growing recognition that an improvement in the SRH of boys, an area that has largely been neglected, is crucial for the improvement of that of girls.

SDG# 17 highlights the need for multi-stakeholder partnerships for the Goals to achieve impact at scale. Better access to family planning programs has been estimated to result in almost 40% increase in women’s monthly wages, increasing women’s control and agency over finances and property, and enabling greater long-term savings. This requires engagement with collaborative partnerships at local, national, and international levels. Governments and stakeholders, including corporates, can workwith family planning organisations at national and international levels, and with local NGOs and government health services to ensure long term capacity building to address reproductive and sexual health needs of the community. This is important to address issues of high maternal mortality, poor access to contraception and reproductive health services, and high cervical cancer death rates. For instance, the partnership between USAID and the Indian government, along with private and civil society organisations has strengthened health challenges including maternal and child mortality in the country. The partnership focused on improving the reach, impact, affordability, and quality of healthcare services[3].

In alignment with the WHO, SRH action plan and its three closely interlinked goals, corporates can align their health projects with the global goals and benchmarks by:

  1. Undertaking extensive and intensive awareness programmes for adolescents and youth, enabling informed decision making and preventing and responding to sexual violence by addressing gender inequality and cultural norms from a rights-based perspective.
  2. Build capacities of local health facilities by expanding and strengthening people-centred SRH care services for the vulnerable, disadvantaged, and hard-to-reach groups.
  3. Collaborate with governments at multiple levels to exchange learnings and promote people centred laws regarding SRH rights that are capable of addressing the needs of all.

Living up to the commitment to achieve universal access to reproductive health by 2030 requires the monitoring of key family planning indicators. Many SRH services, like contraception and abortion care, antenatal and post-natal care, can be provided through primary healthcare centres (PHCs). Thus, integrating SRH with PHCs for Universal Health Coverage (UHC) requires development of strategy and commitment from different stakeholders.

Information on sexual and reproductive health is important to support decision-making to advance initiatives and to develop effective programs addressing health needs. The two new tools – Handbook and Learning by Sharing Portal, released by WHO can be used by funding corporates, policymakers, programme managers, implementers, civil society and research organisations in developing coherent strategies to integrate best practices for making health systems more adaptive[4].

HandbookLearning by sharing portal
A guide for planning and implementing SRH services in health benefit packages, accountability processes and measures. It highlights best practices from different countries can serve as an information resource lesson that can be adapted in different contexts. For instance, a safe abortion service in Ireland, evidence-based solution in addressing mistreatment of women in institutional deliveries in Guinea, etc. are learning lessons for strengthening SRH service delivery.Launched in July,2022, is a SRH-UHC portal for peer learning. The portal is an online repository of qualitative case studies that documents experiences of different stakeholders in integrating SRH in Universal Health Coverage(UHC) reforms. It serves as guide in developing normative tools to address SRH needs of women, adolescents, and other vulnerable communities. It features implementation stories from across the world like changing laws in Kazakhstan, partnerships for progress between governments, NGOs and the private sector in Mexico, Nepal, and Pakistan etc.

Both the tools emphasise on the importance of meaningful participation of the people affected through health policies. However, to achieve universal access to SRH services integral efforts are required from the all the stakeholders including governments and corporates that will help align the FP2030 agenda with the SDGs to provide universal access to family planning and lead to healthy lives, informed decision making and participation of women as equals in the society. 


[1] https://equityhealthj.biomedcentral.com/articles/10.1186/1475-9276-12-36

[2] https://www.researchgate.net/publication/236956603_The_effect_of_Self-Help_Groups_on_access_to_maternal_health_services_Evidence_from_rural_India

[3] https://www.usaid.gov/india/health

[4] https://www.who.int/news/item/19-07-2022-universal-access-to-sexual-and-reproductive-health

Empowering Women through gender inclusive Sexual and Reproductive Health & Family Planning projects

Improving sexual and family health and well-being within communities starts with engaging both females and males. Traditionally, females have been the target beneficiaries for Sexual and Reproductive Health (SRH) & Family Planning (FP) initiatives. These initiatives complement each other towards population control, curbing the social problem of child marriage, and promoting children’s health and education. However, it is important to refocus SRH and FP initiatives on the health of family life; and that begins with the females and their male counterparts – the operative word being ‘and’.

In India, there has been an imbalance between male and female sterilizations dating back to the 1970’s. The forced sterilization of 6.2 million men at the time of the Emergency and mass protests, deepened stigmatization, and misinformation about vasectomies. The onus of SRH and FP fell on women in India[i], despite vasectomies being safer and less invasive in nature than most FP initiatives targeted at women. According to the National Family Health Survey (NFHS)-5 (2019-21), only 0.3 percent of family planning methods are male sterilizations, whereas 37.9 percent are female sterilizations[ii]. This stark disparity can be seen continuing since NFHS-1 (1992-93) and has only widened[iii], [iv].

Inspiration from global approaches to male engagement can be drawn, to increase the participation of Indian men in the FP ecosystem. Globally, the approach to include males in the dialogue around SRH and FP is by having SRH and FP programmes engage with males as clients, and/or agents of change towards SRH and FP. This means enabling men and boys to have healthy engagement regarding SRH and FP with their female partners, families, and communities, thereby, fostering equitable distribution of roles and responsibilities among males and females in making FP decisions. By doing so, unequal power dynamic and harmful gender norm practices, like delegating family planning as only the female’s/woman’s prerogative, are challenged and can be transformed[v].

International Commitments for Male Engagement in Sexual and Reproductive Health and Rights:

International commitment to involving men in reproductive health has been affirmed through various international conferences and statements, particularly the International Conference on Population and Development (ICPD) Programme of Action in 1994[vi] and the Beijing Platform of Action in 1995[vii]. The ICPD Programme of Action calls for the innovative and comprehensive inclusion of men and boys to help achieve gender equality and present men primarily as allies in this endeavour. The Beijing Platform of Action reaffirms this[viii].

Programmes around the world that are engaging with males[ix]

According to a report by ICRW titled “How are Men & Couples Engaged in Family Planning? – Learnings from a Review of Programs,” there have been initiatives around the world since 2001 that have been engaging men in their SRH and FP programmes. These include:

  • PRACHAR (Promoting Change in Reproductive Behaviour in Bihar) in India from 2001 to 2013
  • SASA! (Start, Awareness, Support & Action) in Uganda from 2007 to 2012
  • Male Malawi Motivators in Malawi in the year 2008
  • CHAMPION (Channelling Men’s Positive Involvement in the National HIV/AIDS Response) in Tanzania from 2008 to 2014
  • Smart Couple in Nepal for a duration of 1000 days in 2014
  • Promoting Health – Adjusting the Reproductive Environment (Transform/PHARE) in Benin, Burkina Faso, Côte d’Iviore, and Niger from 2014 to 2019
  • Project Ujjwal in India from 2013 to 2016
  • Cyber Rwanda in Rwanda in the year 2016
  • A360 (Adolescent 360) in Nigeria, Ethiopia, & Tanzania from 2016 to 2020

How these programmes have engaged with males[x]

These programmes have engaged with men in three potential areas: as clients, as partners to women in SRH & FP, and as influencers or agents of change.

The programmes provided the men space and support for one-on-one interpersonal communication or small group interaction in the form of:

  • Counselling in person/hotline,
  • Couples/family counselling – specifically with the female partners to encourage joint-decision making,
  • Peer education via community motivators/male community activist, and
  • Community theatre that showcased aspirational family communication around SRH and FP. 

Some programmes employed the use of social media and digital online and mobile phone tools that encouraged participants to:

  • Connect with age-appropriate services,
  • Think about fertility desires,
  • Talk and actively participate in discussions & openly raise concerns with SRH/FP provider or counsellor, and
  • To be confident in sharing about employing or changing family planning methods with family and friends.

A couple of key recommendations by ICRW to consider for including males in SRH and FP Programmes:

  • Develop peer support networks between the participants as well as with community motivators/activists. These networks should be intended to thrive post the end of intervention as participants could continue dialogue on these sensitive issues and have a constant support system to reflect and continue progress towards healthy sexual and reproductive & family planning behaviours such as HIV/STI prevention, contraceptive use, physical violence, domestic chores, and parenting.
  • Being mindful of the need of anonymity and requiring a safe environment free from backlash and negative implications to consume information about safe sex, sexual intimacy, other sensitive family planning topics.  

Other sensitive family planning topics could include sex education, sexuality education, pre-conception risk assessment, infertility, genetic code, anatomy/physiology, psycho-sexual problems, healthy emotional relations & responsibilities, assisted reproductive technologies[xi]. “…engaging men and boys in FP may improve FP outcomes for men, boys, women, and girls, as well as challenge harmful forms of masculinity that prevent men from fully participating in their own RH. Addressing gender dynamics has the potential to influence a host of factors that impact the health and well-being of men and women across the lifespan, including couple communication and decision- making about fertility desires and FP and shared responsibility for their family’s health and well-being.” – USAID[xii]


[i] Kaushik, Ashutosh. (2022, July 11). Man should be equal partners in family planning. Hindustan Times. https://www.hindustantimes.com/ht-insight/public-health/men-should-be-equal-partners-in-family-planning-101657511573064.html

[ii] International Institute for Population Sciences. (n.d.). The national family health survey 5: 2019-2021. Ministry of Health and Family Welfare, Government of India. http://rchiips.org/nfhs/NFHS-5_FCTS/India.pdf

[iii]  International Institute for Population Sciences. (n.d.). The national family health survey 4 (nfhs-4): 2015-2016. Ministry of Health and Family Welfare, Government of India. http://rchiips.org/nfhs/pdf/NFHS4/India.pdf

[iv] International Institute for Population Sciences. (n.d.). Key indicator for India from nfhs-3: 2005-2006. Ministry of Health and Family Welfare, Government of India. http://rchiips.org/nfhs/pdf/India.pdf

[v] (1995). Beijing declaration and platform for action. https://www.un.org/womenwatch/daw/beijing/pdf/BDPfA%20E.pdf

[vi] United Nations Population Fund. (2014). Programme action of the international conference on population development. https://www.unfpa.org/sites/default/files/pub-pdf/programme_of_action_Web%20ENGLISH.pdf

[vii] (1995). Beijing declaration and platform for action. https://www.un.org/womenwatch/daw/beijing/pdf/BDPfA%20E.pdf

[viii] United Nations Population Fund. (2014). Programme action of the international conference on population development. https://www.unfpa.org/sites/default/files/pub-pdf/programme_of_action_Web%20ENGLISH.pdf

[ix] Sahay, A., Joseph, J., Prashad, V.P., Yadav, K., Jha, S., Vachhar, K., Seth, K. (2021). How are men and couples engaged in family planning? Learnings from a review of programs. International Center for Research on Women. https://www.icrw.org/wp-content/uploads/2021/02/ICRW_How-Are-Men-Couples-Engaged-in-Family-Planning_LearningReview_Feb.2021.pdf

[x] -Ibid.

[xi] Wikipedia. (2022, November 19). Family planning. https://en.wikipedia.org/wiki/Family_planning#Assisted_reproductive_technology

[xii] Office of Population and Reproductive Health, Bureau for Global Health. (2018). Essential considerations for engaging men and boys for improved family planning outcomes. USAID. https://www.usaid.gov/sites/default/files/documents/1864/Engaging-men-boys-family-planning-508.pdf

Inclusive Health of Women: Building a case for corporate engagement with Sexual and Reproductive Health

The COVID-19 pandemic challenged the planning capacity, efficiency, effectiveness, and preparedness of the global public health systems. With increased socio-economic insecurities in low and middle-income countries, progress on the Sustainable Development Goals (SDGs), was stalled. The United Nations has forecasted a $2.5 trillion annual financial deficit to fulfil the SDGs, which has been compounded by the pandemic. Given that we are in an era of transnational governance, where companies, civil society, international organisations, and governments play interconnected roles in standard-setting, supervision, and enforcement of welfare policies and programs it is the responsibility of all the stakeholders in the health ecosystem, including the private sector, to collaborate and strategize how best we can do our part if we are to make progress on our shared goals and targets. This view is reflected in Goal 17 (Partnership for the Goals) of Sustainable Development Goals (SDGs), which aims “to mobilise, redirect and unlock the transformative power of trillions of dollars of private resources”.

In 2013, India became the first country in the world to make Corporate Social Responsibility (CSR) mandatory for eligible corporations in India. In doing so, it acknowledged industry as a key change agent and recognized the critical need for utilizing the skills and resources of the corporate sector. Through 2014-2021 CSR spending has been a crucial enabler of development services. Education and health were the highest recipients of support, these being the basic needs of most India’s underserved populations.

The COVID 19 pandemic however reshaped the CSR agendas in India. The pandemic set in motion an interesting trend – while there was a greater overall focus on health for all, women’s health was subordinated due to the immediacy and urgency of the COVID-19 crisis. 

Source: CRISIL CSR Yearbook 2021

One of the most severely affected areas of health, during the pandemic was and continues to be in the domain of Sexual and Reproductive Health, and Family Planning. For instance, access to contraception and reproductive healthcare has been greatly hampered while several countries were under a state of lockdown, due to very low mobility of people and services. The lockdown also had a disproportionately negative impact on women, due to its gendered manifestations. As per the UNFPA report, in 2020 the COVID-19 pandemic prevented 12 million women from accessing contraceptives, leading to 1.4 million unwanted pregnancies. In addition, COVID-19 related school closures and economic poverty have led to more sexual abuse, early child marriages and early pregnancies.

While India with its oldest family planning programme in the world has made progress, several gaps remain. Therefore womens’ health must be located in an intersectional analytical framework, which acknowledges women’s different experiences and identities. For instance, women, transgender and gender non-binary folks who are subjected to racism, ableism, and other forms of marginalization, discrimination, gender-based violence, sexual abuse and socio-economic exploitation have been exposed to such instances at a greater intensity, which has been further aggravated due to the COVID-19 pandemic.

In addition, globalisation has considerably influenced the nature of relationship and shared responsibilities present between business and society whilst the gender composition of such workplaces has witnessed a significant shift. Women currently make up a significant proportion, if not the majority, of the workforce in several industries. Therefore, there is a need to adopt standards and practices, in alignment with the changing gender composition in the workplace.  These changes necessitate inclusive Occupational Safety and Health (OSH) and other industry initiatives can help attain SDGs 3 (healthy lives and well-being for everyone) and 5 (gender equality and empowerment).

Sexual and reproductive health, and family planning is a cross-sectoral investment which impacts all the 17 goals of the SDGs, directly or indirectly. A collaborative and alliance-based approach can prove to be fruitful when the key stakeholders invest directly in fields such as education, reducing child marriages, sexual and reproductive health, and family planning, using an intersectional lens, as these sectors have a multiplier impact resulting in greater economic and social returns.

Sexual and Reproductive Health and Family Planning is an opportunity for India Inc. to ensure systems change and make a lasting difference at the grassroots. Some potential areas of engagement are offered below,

  • The National Family Health Survey 5 reported several gains for women’s health in India. However, some gaps remain. The need for family planning has declined among married women (15-49 years) across all states and Union territories except Meghalaya. This unmet need can be key to improving the maternal mortality record of India as well as to ensure child health. Further, according to the latest National Family Health Survey-5 (2019-2021) only 9.5% men used condoms but 37.9% of women underwent sterilisation. While the fertility rates have reduced in India, access to contraceptives and modern family planning methods remain patchy and were mostly virtual in the Covid 19 phase. It is key to a variety of development goals and is an opportunity for corporations to diversify their CSR agenda through comprehensive programmes on women’s health and engage with men as partners in change.
  • ESG provides a sustainable and long-term strategy to leverage opportunities and invest in behavioural change among the large number of youth employees across the supply chain. In addition, engagement with ESG ensures competitive advantage for both donors and recipients. The mandatory reporting format of Securities and Exchanges Board of India (SEBI)’s Business Responsibility and Sustainability Reporting (BRSR) requires corporates to report on 9 different sustainability parameters. The immediately relevant principles for the SRH and (Family Planning) FP sector include:
    • PRINCIPLE 3 Businesses should respect and promote the well-being of all employees, including those in their value chains
    • PRINCIPLE 5 Businesses should respect and promote human rights
    • PRINCIPLE 8 Businesses should promote inclusive growth and equitable development
  • Adopting an alliance model presents an opportunity to bring together resources and knowledge of different stakeholders.  India’s Condom Alliance established by SHOPS Plus in 2019 and Samhita’s REVIVE Women@Work coalition may be considered as an innovative model that is actively engaging with multiple stakeholders with a focused agenda and messaging that resonates with all stakeholders. The Condom Alliance, is a collaboration of market leaders such as DKT India, HLL Lifecare Limited, Janani, Population Health Services India (PHSI), PSI India Private Limited, Reckitt Benckiser, Raymond Group, TTK Healthcare Ltd, undertakes campaigns like ‘Break The Wall’, ‘The Birds & Bees Talk’ and ‘ConSenSuality’ aimed to remove the mindset barriers while delivering adequate and effective sexual education to Indian youth. The REVIVE Women@Work a $15 million blended finance platform, supported by United States Agency for International Development (USAID), Michael & Susan Dell Foundation (MSDF), Omidyar Network India, British High Commission New Delhi and United Nations Development Programme (UNDP) continues to support the revival, resilience and growth of India’s informal economy.

As a way forward, Samhita-Population Foundation of India proposes the Stakeholder Alliance Creation for Collaborative Impact (SACCI), a multi-stakeholder alliance of policy makers and practitioners, private sector, civil society organizations, and institutional funders in furthering the significance of autonomy, freedom and choice for women and young girls, whilst ensuring better, affordable, and quality healthcare services for the citizens through various milestone policies.